本文關(guān)鍵詞： 航空會展 公司級戰(zhàn)略 多元化　出處：《華南理工大學(xué)》2011年碩士論文　論文類型：學(xué)位論文

【摘要】：珠海航展公司自1996年創(chuàng)辦以來,至今已連續(xù)舉辦了八屆中國國際航空航天博覽會,已經(jīng)發(fā)展成為中外航空航天界交流與合作的重要平臺,也成為公司所在地珠海市會展產(chǎn)業(yè)的重要構(gòu)成部分。 隨著中國社會與經(jīng)濟(jì)發(fā)展水平不斷提高,國內(nèi)航空產(chǎn)業(yè)和旅游產(chǎn)業(yè)的迅猛發(fā)展,以及珠海市將會展產(chǎn)業(yè)作為戰(zhàn)略性產(chǎn)業(yè)的定位與相關(guān)政策的出臺,公司面臨著歷史性的發(fā)展機(jī)遇。各級政府對于公司繼續(xù)在會展業(yè)發(fā)展的期望也構(gòu)成了公司發(fā)展的重要制度壓力。同時(shí),近年來同行競爭日益加劇,中國航展和航展公司面臨的形勢越來越復(fù)雜,生存和發(fā)展的壓力也越來越大。在前期的發(fā)展過程中,公司積累的各種資源,尤其是市場推廣能力與組織運(yùn)作能力構(gòu)成了持續(xù)發(fā)展的基礎(chǔ)。 本文對珠海航展公司所處的宏觀環(huán)境進(jìn)行了PEST分析、波特五力模型分析。并運(yùn)用SWOT分析框架,綜合分析珠海航展內(nèi)部能力資源狀況并總結(jié)出自身的優(yōu)勢與劣勢,以及外部環(huán)境的機(jī)會與威脅。根據(jù)SWOT分析的結(jié)果,在各種戰(zhàn)略態(tài)勢的基礎(chǔ)上,提出公司的戰(zhàn)略意圖:以中國航展品牌為核心,進(jìn)行相關(guān)多元化的業(yè)務(wù)經(jīng)營,通過不斷地創(chuàng)新,締造世界一流的會展企業(yè),成為亞洲首屈一指的海陸空會展綜合營運(yùn)商。根據(jù)這一戰(zhàn)略意圖,運(yùn)用母合優(yōu)勢匹配矩陣進(jìn)行業(yè)務(wù)組合定位,珠海航展公司的業(yè)務(wù)組合是:以航展業(yè)務(wù)為核心,向游艇會展、新車發(fā)布和體驗(yàn)等領(lǐng)域拓展,提供會展、酒店、咨詢、廣告策劃等多方面服務(wù)。針對相關(guān)多元化業(yè)務(wù)組合發(fā)展的要求,公司需要在現(xiàn)有管理模式的基礎(chǔ)上進(jìn)行調(diào)整,構(gòu)建二級公司管理模式,建立珠海會展集團(tuán),總部通過職能與服務(wù)為成員企業(yè)創(chuàng)造價(jià)值,運(yùn)用戰(zhàn)略控制方式,在保證公司業(yè)務(wù)發(fā)展方向的基礎(chǔ)上,有效挖掘各業(yè)務(wù)板塊之間的協(xié)同效應(yīng)并提高成員企業(yè)的積極性。 為了實(shí)現(xiàn)公司戰(zhàn)略目標(biāo),珠海航展公司將戰(zhàn)略實(shí)施劃分為三個階段,并針對現(xiàn)有的戰(zhàn)略實(shí)施基礎(chǔ)和實(shí)現(xiàn)近期戰(zhàn)略目標(biāo)的要求,需要在對公司治理結(jié)構(gòu)、組織架構(gòu)進(jìn)行優(yōu)化的同時(shí),進(jìn)一步強(qiáng)化基礎(chǔ)設(shè)施的建設(shè),加大企業(yè)文化建設(shè)力度,并進(jìn)一步完善激勵機(jī)制等制度建設(shè)。
[Abstract]:Since its establishment in 1996, Zhuhai Aviation Exhibition Company has held eight consecutive sessions of China International Aeronautics and Astronautics Exposition, which has developed into an important platform for exchanges and cooperation between Chinese and foreign aerospace circles. It has also become an important part of Zhuhai City's exhibition industry, where the company is located. With the continuous improvement of China's social and economic development level, the rapid development of domestic aviation industry and tourism industry, as well as the positioning of the exhibition industry as a strategic industry and the introduction of related policies in Zhuhai, The expectation of governments at all levels for the company to continue to develop in the exhibition industry also constitutes an important institutional pressure for the development of the company. At the same time, in recent years, peer competition has become increasingly fierce. The situation facing China Air Show and the Air Show Company is becoming more and more complex, and the pressure of survival and development is also increasing. In the early stage of development, the company accumulated various kinds of resources. In particular, marketing ability and organizational ability constitute the basis of sustainable development. In this paper, the macro environment of Zhuhai Air Show Company is analyzed by PEST and Porter's five-force model. Using the framework of SWOT analysis, the author synthetically analyzes the internal capability resources of Zhuhai Air Show and summarizes its own advantages and disadvantages. According to the results of SWOT analysis, on the basis of various strategic situation, the strategic intention of the company is put forward: take the Chinese air show brand as the core, carry on the related diversified business management, through the continuous innovation, To create a world-class exhibition enterprise and become Asia's leading integrated operator of air, sea and air fairs. According to this strategic intent, we use the matrix of malleable advantages to position our business portfolio. Zhuhai Air Show Company's business portfolio is: air show business as the core, to yacht exhibition, new car release and experience and other areas, provide exhibition, hotel, consulting, Advertising planning and other services. In view of the requirements of the development of the related diversified business portfolio, the company needs to adjust on the basis of the existing management model, build a second-level company management model, and establish the Zhuhai Exhibition Group, The headquarters creates the value for the member enterprise through the function and the service, uses the strategic control way, on the basis of ensuring the business development direction of the company, effectively excavates the synergy effect among the various business sectors and enhances the enthusiasm of the member enterprises. In order to realize the strategic goal of the company, Zhuhai Air Show Company divides the strategic implementation into three stages, and in view of the existing strategic implementation foundation and the requirement of realizing the short-term strategic goal, it needs the corporate governance structure. While optimizing the organizational structure, we should further strengthen the construction of infrastructure, strengthen the construction of corporate culture, and further improve the system construction such as incentive mechanism.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2011
【分類號】：F713.83

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